Groupthink Leadership Participative Team 
Lead Change Blog
OCTOBER 23, 2017
In my view, the #1 killer element is groupthink. He believed, as I do, that groupthink erodes values; stifles critical thinking, limits creativity; enables undue influence of direction; and, allows inequity of action. They define appropriate standards of behavior for all team members and expose contrary action. What to do now?
Great Leadership By Dan
MAY 30, 2019
Whilst both are important, leadership is the cornerstone, without which all the diversity initiatives in the world will be in vain. Diversity is about the mix of people on your team or in your organisation. While policies can help with this to some degree, the work of including people is mostly done through leadership.
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Leading Blog
MARCH 13, 2012
Willing Participation. Without diversity groupthink sets in. It is diversity that gives a team the unique perspectives needed to create truly innovative solutions. Leadership. People need to be able to talk to one another freely and regularly. Diverse Group. Diversity is the power behind collaboration.
RapidStart Leadership
MAY 23, 2017
There are close parallels here to good leadership and change. Get input from your team on where you might adjust, and be open to their ideas. The change will add depth to your team and build a greater appreciation for how everyone contributes to team success. Shuffle the team. Disruption for the Good.
Harvard Business Review
JULY 25, 2012
In articles in both the New York Times and The New Yorker earlier this year, the concept of brainstorming as introduced in the 1940's by Alex Osborn has been attacked as ineffective and linked to the concept of " Groupthink.". Suffice it to say, we dislike consensus-based "Groupthink" as much as the next person. Here's our advice: 1.
Harvard Business Review
MARCH 15, 2013
Which is more effective in improving team performance: using positive feedback to let people know when they're doing well, or offering constructive comments to help them when they're off track? Effectiveness" was measured according to financial performance, customer satisfaction ratings, and 360-degree feedback ratings of the team members.
Harvard Business Review
MARCH 5, 2014
It portrays a smiling executive team around a long table. I have a name for this cocktail of deference, conformity and passive aggression that chokes people and teams. It is different from “groupthink.” When I show that cartoon, most managers readily recognize themselves in the self-censoring team members pretending to agree.
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